HomeMy WebLinkAbout07.a.1-37.a.1)
Central Contra Costa Sanitary District
December 30, 2009
TO: HONORABLE BOARD OF DIRECTORS
FROM: JAMES KELLY, GENERAL MANAGER
SUBJECT: BOARD STRATEGIC PLAN (AGENDA ITEM 7.a.1)
Per President Michael McGill's request, please note the attached minutes from the
October 2007 Board Retreat where six areas of principal concern for the Board were
identified.
Also attached is a synopsis of the Goals, Objectives, and Results to date for each of the ~~
six strategic areas. Staff will provide a brief summary at the January 7, 2010 Board
Meeting and will request Board direction.
attachments
MINUTES OF THE SPECIAL BOARD MEETING
OF THE DISTRICT BOARD OF THE
CENTRAL CONTRA COSTA SANITARY DISTRICT
HELD ON OCTOBER 31, 2007
The District Board of the Central Contra Costa Sanitary District convened in a special
meeting at the Contra Costa Country Club, 801 Golf Club Road, Pleasant Hill, County of
Contra Costa, State of California, at 12:25 p.m. on Wednesday, October 31, 2007.
President Nejedly called the meeting to order and requested that the Secretary call roll.
1. ROLL CALL
PRESENT: Members: Hockett, Lucey, McGill, Menesini, Nejedly
ABSENT: Members: None
General Manager James Kelly and Secretary of the District Elaine Boehme were also
present, together with Stephen Hayashi and Lauren Kell of Red Oak Consulting.
2. BOARD STRATEGIC PLANNING WORKSHOP
A Strategic Planning Workshop facilitated by Stephen Hayashi of Red Oak Consulting
was conducted, focusing on recycled water services; community outreach ; cultural
diversity; rates; the District as an industry leader; and the cost of retirement and
employee benefits. These topics were identified by Board Members as the most
important issues facing the District.
A detailed record of the Strategic Planning Workshop is included in the October 31, 2007
Position Paper file and is hereby incorporated by reference.
3. ADJOURNMENT
There being no further business #o come before the Board, President Nejedly adjourned
the meeting at 3:25 p.m.
l _. /, ~ _ G mil iii
,taffies A. Nejedly
President of the Board of Directors,
Central Contra Costa Sanitary District,
County of Contra Costa, State of California
COUNTERSIGNED:
~~~P~.N-~Q~
- Elaine R. Boehme
Secretary of the Central Contra Costa
Sanitary District, County of Contra Costa,
State of California
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Book 57 -Page 21
TO: HONORABLE BOARD OF DIRECTORS
FROM: STEPHEN T. HAYASHI
SUBJECT: SUMMARY OF STRATEGIC PLANNING FACILITATION
DAT& ' NOVEMBER 2 6, 2 0 0 7
INTRODUCTION
This memorandum summarizes. Red Oak Consulting's strategic
planning facilitation services to the Board of Directors (Board)
of Central Contra Costa Sanitary District (District). The
purpose of the effort was to align the District staff's strategic
planning activities with the vision of .the Board Members.
METSODOLOQrY
In order to gauge the position of the Board with respect to the
existing strategic plan, information was gathered from the Board
in two steps: first, each Board Member was asked to complete a
written survey, and then each Board member was individually
interviewed. Based on the findings from the surveys and
interviews (as summarized in Part 1, below), a four-hour workshop
was held on October 31St 2007, during which Board Members
discussed the strategic issues that the Members felt were the
most critical to clarify in the District's strategic plan. The
findings from this workshop are presented in Part 2 of this
report.
PART I: SUMMARY OF INITIAL FINDINGS
Written Questionnaires
Strategy Development Roles - Responses to the survey suggested
that there is general acceptance amongst the Board Members of the
District's current Mission, Vision, and Values. There was a less
unified view on the appropriate, respective roles for staff and
the Board in creating the District's Mission, Vision, Values,
Goals, and Objectives. Some Board Members believe that staff
should develop the Goals and Objectives after receiving the
Mission, Vision, and Values from the Board. Other Board Members
believe that the Board should devel"op all policies, including
Goals and Objectives. .
Industry Leadership - All Board Members agree that the District
should strive to be an industry leader; most Board Members
believe that the District is already an industry leader, and at
least one Board Member believes that the District has become too
"comfortable" in assuming that the District is an industry
Red Oak Consulting - 1
leader. Board Members have a variety of views on the strategies
that should be used to remain an industry leader.
Technology - Some Board Members believe that the District should
make large investments in order. to keep up with emerging
technologies, and others believe that the technology investments
should be more conservative.
Customer Service - Board Members generally agree that the
District currently provides excellent customer service and full
regulatory compliance.
The issues of reclaimed water, cultural diversity,
retirement/benefit costs, education, outreach, service rates, and
the Board's current committee system stood out as potential
topics for further discussion. The complete written responses to
the surveys are available and can be provided under separate
cover.
Interviews
After analyzing the written responses from the individual Board
Members,- Red Oak developed a series of follow-up questions for
the in-person interviews. The purpose of the :interviews was to
allow Board Members to elaborate. on their questionnaire
responses, indicate their priorities regarding the issues facing
the District, and propose the best way to. spend the 1•imited time
allocated for the workshop. The interviews confirmed the survey
findings and allowed the Board Members to elaborate on a variety
of topics. Short summaries of the interview findings are
provided below, organized by strategic topic. A more detailed
summary. of responses given during the interviews has been
previously provided under a separate cover and is available upon
request.
Workshop Objectives: The overall objective of the workshop, as
expressed by Board Members, was to increase communication
regarding strategic planning and to focus on the issues that they
commonly hold to be, important, such as recycled water and .
leadership.
Recycled Water:- Recycled/reclaimed water is the single issue
that all Board Members feel should be included in the .strategic
plan. There is general agreement on the need for the District to
augment its recycled water services.
Diversity: It is clear that all Board Members agree that
workforce diversity. is desirable. It is not clear how the Board
Members wish to go about increasing diversity at .the District.
Namely, there is no agreement on whether diversity should be
considered during the hiring process, or whether the District
Red Oak Consulting 2
should make hiring decisions solely based on qualifications. The
idea of how to go about increasing diversity within the applicant
pool was also brought up in the interviews.
Outreach: Two distinct perspectives were expressed during the
interviews; some Board Members feel that the current outreach
programs are adequate and that sometimes less news is better, and
other Board Members feel that outreach should be enhanced,
particularly with the District's educational programs.
Employee Benefits: Board Members expressed varying opinions
regarding the cost of employee benefits, particularly retirement
costs, but the general consensus was to ensure that the District
is providing proper benefits at a reasonable cost to rate payers.
Service Rates: Some Board Members feel that some of the District
rates are too high, while others feel that they are average as
compared to other sanitary districts. While there is general
agreement that the District provides a valuable service to its
customers, some members feel that the District should be charging
for services that currently do not have a fee, and other members
feel that certain services should be provided at no additional
cost.
Strategic Plan Document: Most• Board Members believe that the
current staff-developed strategic plan should be considered a
draft that will be revised to reflect the outcome of the issues
addressed above.
Preliminary Conclusions
.The written surveys and individual interviews revealed that the
Board members are in general agreement on the District's Mission,
Vision, and Values. Therefore, rather than spending time at the
workshop on refining these strategic plan elements, the focus of
the workshop became a strategic issues workshop to address select
operational issues that were deemed important, yet unresolved,
elements of the strategic plan. As such, the following list of
topics was developed:
• Recycled water services
• Cultural diversity
• Public outreach
• Costs of retirement and benefits
• Rates
• The District as an industry leader
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PART 2: WORKSHOP
Due to the limited amount of time, Red Oak asked each Board
Member to select four issues from the above list that they felt
were the most important to discuss during the workshop. The
total vote tally was as follows:
Issue Number of Votes
Recycled Water Services 5
Community outreach 4
Cultural diversity 3
Rates 3
The District as an industry leader 3
Costs of retirement and employee 2
benefits
Based on -these results, recycled water, community outreach,
cultural diversity, rates, and the District as a leader were
given priority to be discussed during the workshop. Ultimately,
all of the topics were discussed during the workshop.
Workshop Findines
The following summarizes the discussions held during the Board's
October 31S` workshop with Red Oak.
Recycled Water Services
There is consensus among Board Members that the District should
pursue increased recycled water services and that it will be one:
of the most important issues facing the District in the future.
The following topics were discussed:
• The relationship between the District and Contra Costa
Water District (CCWD) is an important consideration. There
is an apparent misconception or miscommunication on the
part of the CCWD Board Members with respect to the status
of water recycling within the Water District. There was an
active discussion on how to approach the CCWD Board,
although no consensus was reached.
• The District should approach recycled water from "the
bigger picture" in terms of statewide water supply issues,
especially considering the vulnerability of the Delta (i.e.
'potential for major catastrophe if .there were a large
seismic event) and other environmental issues.
• With the augmentation of recycled water services, there may
be an additional need for storing the recycled water.
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• If the District is serious about providing recycled water
services, a more comprehensive financial plan will need to
be developed. Currently the budget has .a line item for
recycled water, but there is a need to better understand
the costs associated with the service.
• It may be appropriate to develop- a Recycled Water Master
Plan.
The majority of Board Members agree on the following:.
• Currently, approximately 20 MGD of fresh water is used at
the refineries; this is an opportunity to provide recycled
water. The District should pursue large recycled water
projects, such as providing recycled water to. refineries
and other large-volume users.
• The District should also dedicate resources to influence
legislation that will allow the District and other sanitary
and sanitation districts to provide recycled water without
the interference of the water purveyor.
Community Outreach
The topics addressed during the workshop with respect to public
outreach included:
• Creating partnerships with other special districts
• Collaborating with environmental groups such as the Sierra
Club or Bay Keeper to. inform the public about issues such
as triclosan soaps, etc.
• Perhaps -operational issues, such as recycled water
services, should be prioritized rather than using resources
to increase public outreach
• Better informing the public of the annual National
Pollutant Discharge Elimination System (NPDES) report
Although there was good discussion, there was not agreement among
Board Members regarding if, and how, the District should approach
community and public outreach. There were, two distinctive
perspectives, the first is that current outreach efforts should
be increased and more proactive, and the second is to continue
with the current outreach program employed at the District.
A more proactive approach to community outreach may include the
following elements:
• As an environmental agency, the responsibilities of the
District should change as related environmental challenges
change. Responsibilities may include educating the public
on emerging environmental issues, such as endocrine
disrupters, as well as self-regulating the District's
carbon footprint through efficient use of energy and
sustainable practices.
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• Constituents, including both children and adults, should
know about the District's services and they should be
informed about how those services may affect the
environment.
• The District should be proactive in obtaining positive
publicity in local news publications.
• The District should have a system for reaching out to
service clubs and other organizations.
The more traditional (or business-as-usual] approach includes the
following concepts:
• Continuously improve the current educational offerings.
• Continue to ensure that the public is informed about the
Household Hazardous Waste Collection Facility and pollution
prevention.
• The District should not be seeking publicity; rather, it
should focus on doing .what it .does well without worrying
about recognition. This means that the District should
continue to be on the leading edge of understanding
sanitary issues 'and providing quality services to the
public
The majority of the Board Members generally agree on the
following:
• At a minimum, the current approach outlined above should be
continued.
• The District should get positive value from the resources
it spends on public outreach.
• The new Public Information Officer is performing well and
should be given time to implement the community outreach
plan.
Cultural Diversity
The current District Values include "all aspects of diversity."
\ Some Board Members feel that "cultural" diversity should be more.
clearly specified as a District Value. Other Board Members were
less clear on what should be included in the definition of
diversity, e.g. should. cultural, ethnic, gender, and sexual
orientation all be included.
Other Board Members believe that diversity should not influence
the hiring process at all, and that jobs should be offered to
those who are the most highly qualified, regardless of
ethnicity. With respect to this topic, the Board discussed, but
did not reach conclusion on, the following issues:
Red Oak Consulting 6
• The extent to which staff should pursue candidates to
ensure there is a high level of diversity within the
candidate pool, as well as the actual level of diversity
within the hiring pool.
• The extent to which staff should pursue hiring the best
qualified candidate or consider hiring a qualified
candidate that would increase the diversity of the
organization.
• What would be the impact of .hiring a qualified candidate
at the District versus hiring the best-qualified candidate?
The majority of the Board Members generally agree on the
following:
• Diversity at the District is a confirmed goal of the Board.
Staff will need more guidance on defining the scope of
diversity.
• The District should pursue diversity while continuing to
emphasize recruiting and hiring highly qualified employees.
• The District's recruiting and outreach efforts should be
audited by a third party to assess whether there are any
internal or external barriers to diversity, or other ways
to improve recruitment.
Rates
The District's current rates are $300 per year per household,
plus an ad valorem assessment as part of the property tax, of
approximately $80 per household.
The issues that were discussed in relation to the District's
rates include:
• The effect of the economy on the revenues received from the
ad valorem taxes; the District may see a decrease in ad
valorem revenues because of the real estate slow down in
the recent past a
• Setting rates based on the current and .future cost of
providing services to customers, as opposed to setting
rates based on the rates that other Districts charge for
their services.
• The appropriate management of the District's current
reserves.
• The appropriate reserve amount for the District.
• Increasing recycled water services will probably impact
District finances. There may be a need to increase rates
and there also may be a need to reallocate the overall
District budget.
• There is a concern that the gates paid by small businesses
are prohibitively high, particularly connection fees for
restaurants.
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• Whether the District should have a financial planning
horizon longer than 10 years to ensure our programs are
sustainable.
The majority of the Board generally agrees on the following:
• Rates are currently adequate to cover the services that the
District provides to its customers.
• The District needs to continuously ensure that ratepayers
are getting a good value through quality services.
• Rates should reflect what the District plans to accomplish
and provide, i.e., ten-year capital and financial plans
should continue to be developed.
The District as a Leader
Board members agree that the District should strive to maintain a
leadership position within the wastewater industry.
The following issues were discussed during the workshop:
• Being an industry leader should include showing leadership
as an environmental agency.
• There are many organizational facets that the District can
measure and strive to improve in its quest to remain a ,
leader. The District should identify which facets it wants
to focus on, such as technology, sustainability, politics,
' fiscal organization, academic involvement, and research to
name a few.
The majority of the Board members agree that:
• The District can consider itself an industry leader based
on the fact that it continuously meets or exceeds state and
federal regulations, it receives outside recognition -for
its work, and it has a state-of-the-art laboratory.
• The Board wants the District to continue to be an industry
leader.
• Staff should continue to stay involved in professional and
technical organizations in order to maintain a leadership
position in the industry:
• Staff should inform the Board what areas staff believes the
District could/should pursue to continue to be an industry
leader.
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Cost of Retirement Benefits
The topic of retirement costs was discussed. The majority of the
Board Members agreed that staff should bring a request to the
Board to conduct a study of the costs associated with switching
their retirement benefits administrator from Contra Costa County
to Ca1PER5.
Conclusions
Following the workshop discussion of key strategic issues, Board
Members expressed general satisfaction on the success of the
workshop. The approach of providing a summary of the group's
responses from the questionnaires and interviews prior to meeting
was appreciated. Some Board Members felt that the group ,could
have used more time to more fully discuss all of the topics.
The workshop provided a forum for discussing key strategic
issues, al•1 of which should be included in .the District's
strategic plan. The consensus among Board Members on the key
strategic issues outlined above provides a basis for staff to
revise the existing strategic plan. Staff should use the
information in this document to assist in reporting back to the
Board on the strategic issues work progress.
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BOARD STRATEGIES -SYNOPSIS
12/30/09
On October 31, 2007, the Board of Directors of the Central Contra Costa Sanitary
District met with the General Manager to address areas of strategic importance to
the Board and the District. Based on the findings from a written survey and
subsequent interview with each Board, six issues were identified for discussion.
Those areas were Recycled Water; Public Outreach; Cultural Diversity; Rates; the
District as an Industry Leader; and the Costs of Retirement and Benefits.
What follows is a series of strategies to address each of these issues in the order of
importance determined by the Board. Each issued is addressed in the following
manner:
Goal -the targeted end result for each issue;
Primary Objective -Strategies to meet Goal
Result -the outcome of staff efforts to date
RECYCLED WATER
Goal: Increase sales of recycled water
Primary Objectives
1. Identify potential significant users of recycled water in the service area
a. Determine realistic number of potential new users in a significant user class.
b. Identify potential sales volume of recycled water to each potential customer.
c.. Determine probable costs for large volume users of recycled water
d. Determine infrastructure needs and costs as a result of increased sales of
recycled water.
2. Develop Marketing Plan for sales to new customers.
a. Identify possible cost-sharing projects with potential new customers (e.g.,
new infrastructure to deliver recycled water).
b. Identify revenue neutral proposals for water transfers
*****
3. Increase awareness and support for increased production and use of recycled water.
a. Increase legislative support for use of recycled water
b Implement outreach to US Bureau of Reclamation and other partners to
generate support for large scale recycled water project to serve refineries.
c. Participate in Bay area Coalition to pursue Title XVI funding for Concord
Recycled Water Project
d. Implement an educational outreach for customer base of the District.
e. Include recycled water as topic in all public events/environmental fairs
f. Include basic details of recycled water in Sewer Science presentations to high
school students
Results Efforts are underway to expand the Recycled Water Program to encompass
most if not all our effluent. This includes industrial usage especially by nearby
refineries; piping to the Diamond Boulevard area, paralleling the existing A-Line;
early plans for the use of recycled water at-the decommissioned Naval Weapons
Station; and positive lobbying efforts to State and Federal officials on the importance
of recycled water, especially in light of the problems faced by the Delta and all who
take water from it. Additionally, recycled water has been the focus of several
Pipeline articles over the past year. Received USBR letter stating that recycling our
water would contribute to waters of the state.
EDUCATIONAL & COMMUNITY OUTREACH
Goal: Continue implementation of existing Marketing/Communications Plan with
additional emphasis on educational outreach.
Primary Objective
1. Review and update ,Marketing/Communication Plan, evaluating cost-
effectiveness of individual programs, with an emphasis on the District's role
as a protector of public health and the environment.
a. Focus education outreach efforts on the changing environmental
landscape and the District's role as an advocate for and a steward to
the environment.
b. Develop educational outreach program for the general public on
challenges facing the District (mercury, endocrine disrupters,
pharmaceuticals, carbon footprint, air quality, etc.).
c. Develop series of articles on the "Big Picture," emphasizing the
broader impacts of District efforts to fight pollution.
d. Use survey instruments during FY 2008-2009 to gauge changing
awareness of issues faced by the District.
e. Reinvigorate the District's Speakers Bureau.
Results: Public Education and Outreach has been a key element in the District's
NPDES permit since 1996. In the past 18 months, the Pipeline Newsletter has
expanded its publishing schedule from two to three times per year and has
addressed larger issues impacting the region; the District's redesigned website
launched and is notable for the professionally produced informational videos on the
site; educational outreach continues through a variety of media to cover FOG issues,
Overflow Prevention Device installation; the impact of "green" on the District and its
customers; and a successful Pharmaceutical Drop-off Program. A Pipeline mail-in
survey was completed in early 2009 with a highly positive response, and few
negative comments. In the past year, Communication Services has given 20
Speakers Bureau presentations and 15 plant tours. City of Concord use of Pipeline
articles in City newsletter.
CULTURAL DIVERSITY
Goal: Pursue Cultural Diversity in the District's workforce.
Primary Objective
1.Pursue cultural diversity in all recruitment and hiring practices while continuing
to emphasize the recruitment of highly qualified employees.
a. Develop a Board statement acknowledging the value of Cultural Diversity
within the District's workforce.
b. Conduct comprehensive review of District recruitment and hiring practices
that may or may not impact the development of a culturally diverse workforce.
c. Contract with a consultant to perform a third party. audit of District recruitment
and hiring practices:
d. Examine how open positions are presently advertised
e. Develop new methods to expand the existing pool. of culturally diverse job
candidates.
f. Conduct survey of other wastewater agencies to compare recruitment and
hiring practices.
RESULT: The Board adopted a statement acknowledging the importance of Cultural
Diversity. A review of District hiring practices conducted internally and by an
independent consultant confirmed that the District was making the proper efforts for a
culturally diverse workplace. An on-line job application process was adopted by the
District. And New Employee Orientations now have a dedicated section given over to
the reality of Cultural Diversity in the Workplace as a reflection of the District's Values.
RESPONSIBLE RATES
Goal: Ensure that District rates continue to be fair and reasonable for all customers.
Primary Objectives
1. Continue annual review of District rates as potentially impacted by District
needs, regulatory compliance, and legislative actions.
a. Determine fiscal impact of an expanded recycled water program.
b. Develop financial plan for recycled water program.
2. Help defeat Legislative Analyst's Office (LAO) proposal to shift property taxes
from wastewater and water districts to a Public Safety Realignment Account
(PSRA).
3. Ensure that small businesses pay their fair share of sewer fees and no more.
Result: While opting not to increase sewer rates in 2009, primarily due to the lingering
effects of the national recession especially as seen in the East Bay, the District
continues to reduce costs without loss of service. Financial plans for expanded
Recycled Water projects were completed. While initial attempts by the LAO to shift
property taxes from special districts were initially thwarted, the State Budget crisis led to
a 8% reduction in propertytaxes. The impact of the recession on small businesses was
acknowledged by the Board, and collection of connection fees for developers were
postponed until time of occupancy or one year delay on sale of property...
CCCSD AS INDUSTRY LEADER
Goal: District should make a concerted effort to remain a leader in the wastewater field.
Primary Objective
1. Position District as industry leadership in environmental issues and regulatory
compliance.
a. Adopt new technologies and pioneering/cutting edge approaches to
industry challenges
b. Continued compliance that exceeds State and Federal requirements.
c. Apply for all relevant industry-based awards and promote District on
achievement of same.
d. Increase involvement of District staff in professional and technological
organizations
Result: The District will soon receive its 12th consecutive Platinum Award for Total
Annual Compliance with its.NPDES Permit; won a number of engineering, education
and operations-related awards; has been recognized for its Operator training program
that has provided the District with 12 new plant operators; has begun development of a
Green House Gas reduction plan well in advance of the State of California mandated
timetable; adopted a Green Purchasing Policy; expanded service at its Household
Hazardous Waste Collection Facility; continues its televising program with a resulting
record of less than 4.5 SSOs per 100 miles; and awarded a contract for the construction
of a new CSO facility.
COST OF RETIREMENT & EMPLOYEE BENEFITS
Goal: Determine whether CCCSD should move from the Contra Costa County
Employees' Retirement Association (CCCERA) to the California Public Employees'
Retirement System (CaIPERS).
Primary Objective
1. Contract Actuarial to evaluate retirement costs and effectiveness of CCCERA
versus CaIPERS
a. Understand why CCCERA contribution rates are higher than other
retirement systems.
Result: An actuarial determined that CCERA was inherently more stable than CaIPERS
and that District contributions to CCERA were within reasonable amounts. Also, within
the past year, the District established a GASB 45 Trust; signed three labor agreements
which allow for the creation of a Third Tier for new hires.
~:%
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Board Strategic Plan
Update
1-7-2010 l
Board Strategic Plan
10-31-2007
• Recycled Water
• Education and Community Outreach
• Cultural Diversity
• Responsible Rates
• CCCSD as an Industry Leader
• Cost of Retirement and Employee Benefits
~.4•//
1
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Recycled Water
.~
• Pursuing United States Bureau of
Reclamation (USBR) Grant for Diamond
Boulevard Area
• Working with Concord on Naval Weapons
Station
• Refinery Project
- "New Water"
-Pursue Partners and Grant(s)
Education & Outreach
• Pipeline 2 ~ 3 x's/yr
• Redesigned Website
• New Informational Videos
• Pharmaceutical Drop-Off
• Speakers Bureau/Plant Tours
• Concord Now Using Pipeline Articles
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2
f
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Cultural Diversity
• Board Policy Recognizing Importance of
Diversity
• Consultant Review of Hiring Practices:
-Proper Efforts
-Areas to Increase Outreach Identified
-Reinforce Importance District Places on
.Diversity
• Cultural Diversity Importance Included in
New Employee Orientation
Responsible Rates
• Provide Excellent Customer Service and
Full Regulatory Compliance
• Full-Recovery of Cost for Services
Provided
• Small Business Fee and Connection Fee
• Improve Processes/Efficiency
• Take Advantage of Favorable Bid Climate
• Bond Finance/Refinance
3
CCCSD As An ,I~'ndustry Leader
• 12 Consecutive Platinum Awards
• 63 Sewer Service Overflows
• Engineering Awards: A-Line, Control System, Aeration
Basin Repair
• Collaborative Operator Training Program
• Pharmaceutical Drop-Off Program
• Household Hazardous Waste Expanded Service
• Comprehensive Annual Financial Report Consecutive
Awards
• Plant and CSO Awards '
• Staff and Board Participation in Professional
Organizations
Cost of Retirement and
Employee Benefits
• Compared Contra Costa, County
Employees' Retirement Association
(CCCERA) to Public Employees
Retirement System (PERS) \
• Tier 3
• Formed GASB 45 Trust
• Ongoing ~~".'
4
7.a.2)
Central Contra, Costa Sanitary District
December 30, 2009
TO: HONORABLE BOARD OF DIRECTORS
FROM: JAMES KELLY, GENERAL MANAGER ~~~,~~'/
SUBJECT: CONTRA COSTA COUNTY EMPLOYEES' RETIREMENT
ASSOCIATION (CCCERA) UPDATE (AGENDA ITEM 7.a.2)
Information in regards to CCCERA will be provided to the Board as part of the January
6, 2010 Special Board Meeting packet. This agenda item is provided for additional
discussion, if needed. ,
Agenda Item 7.a.3)
Board Meeting of January 7,2010
Written Announcements:
Conferences/Events
a) CASA Washington D.C. Conference Travel
Board Member Barbara Hockett and General Manager Jim Kelly will travel
to Washington D.C. to participate in the California Association of
Sanitation Agencies (CASA) Federal Legislative Conference from Sunday,
March 7 to Wednesday, March 10, 2010. They will hear from members of
Congress and the Environmental Protection Agency on issues relevant to
CASH, and proposed legislation and regulations that could affect the
District.
Source Control Enforcement Action
b) Caffe Classico Foods Enforcement Travel
Caffe Classico Foods is located in the light industrial area of North
Concord and is a food manufacturer of gelato ice cream. They have been
operating under a Class III Industrial User Permit since 2005. During this
time, Caffe Classico has experienced a variety of ordinance and permit
condition violations, and continue to exceed the District's Local Discharge
Limits for certain pollutants. Staff has worked with this company to
educate them on the requirements and to make the structural and
operational changes to achieve and maintain compliance.
Unfortunately, the continued pattern of non-compliance, including a
significant number of violations documented in the most recent
compliance report, prompted the need to escalate the enforcement
response to ensure they make the necessary commitment to achieving
compliance. Staff initiated a formal enforcement action against them that
proposes a penalty and specifies corrective actions that need to be taken
to ensure future compliance with the District's standards. A settlement ~,
conference is scheduled in January 2010 to work towards resolving this
enforcement action.
Project Updates/Advertisements
c) Advertisement of the Solids Conditioning Building
Mechanical Room Improvements, DP 7277
The mechanical room located on the first floor of the Solids Conditioning
Building (SCB) contains pumps, a chiller, steam and water piping, and an
air-handling unit used to provide conditioned air to the MCC Room on the
second floor and to various areas within the Furnace Control Room on the
third floor. The original air-handling unit that was installed during the
treatment plant expansion in the mid-1970s is still in service and is in need
of replacement. Other SCB roof exhaust fans, still in service after thirty-
five years, will also be replaced during this renovation project.
This project will be advertised on January 22 and 27, 2010. The bids will
be opened on February 16, 2010. The construction cost is currently
estimated at $260,000. More information will be provided when the Board
is asked to approve the construction contract on March 4, 2010.
f
. _ ~--- - - ~ Agenda Item 7.a.3)
Board Meeting of January 7, 2010:-
Additional-Written Announcements: -.
Conferences/Events -
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d)Cornell Pump TrainingF School Employee' Attendance
On January l2 and 13, 2010; Pumping.Station Operator Anthony
MacArthur will be attending Cornell Pump School at their Portland,
Oregon manufacturing.facility~ Cornell has waived'the class" registration
fee' of $150. The cost for'~travel is~estimated to be x$620.
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Cornell ` um s are used as b p p in the~Onnda
p p ypass,. um s for stations
Crossroads`and Moraga The sam_ ~e pump has been used for= bypass
pumping tests at the San Ramon Pumping Station. Typical subjects for
the class include basic and advanced hydraulics, pump design,
installation and troubleshooting, motors and VFDs, factory training, and a
tour of the facility.
e) 2010 Health and Wellness Expo
The 2010. Health and; Wellness Expo will be held in the .Multi-Purpose... ; .
Room at the Headquarters Office Building (flyer, attached) at-the following
times:.. .
Thursday, January 21 - 6:30 a.m. to 9:00 a.m.
Friday, January 22.- 6:30 a.m. to 9:00 a~.m:
Tuesday, January 26 - 7:00 a.m. to 11:00 a.m. ~.
.Wednesday, January 27 = 7:00 a.m. to 11:00 a.m.
Events`include health risk appraisals, cholesterol screening, stress-
. relieving massages, body composition analysis, blood pressure checks,
. glucose~testing, and strength and flexibility testing. Light refreshments will
be served. If you would like to participate, contact Secretary of the District
Elaine Boehme: For more information on the Expo, you can contact
Environmental Services Division Manager Curt Swanson at 925-229-7336.
GroupWise E-mail System Update
f) GroupWise E-mail Server Stilf Out of Service
The GroupWise a-mail server has beeri'out:of`service since Tuesday;
January- 5, 2010. Email accounts are intact and will not be
affected because the outage is due; toahe GroupWise server's operating
system and not the GroupWise database. Incoming email to the District
during server downtime may not ,be delivered once the email system
is operational. ~ ln~some cases; senders are receiving abounce-back
message stating that the email-address. is undeliverable. ,
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At,this time, there, is„rio.estimated time. to,when the repair will be
completed and the email system operational Staff, recognizes the
importance,for the District to conduct business utilizing email and~will
provide,the Board an update daily until GroupWise is operationa(: Staff
will.also, report both the cause, of the failure and.recomme.ndation for how
to improve.the email system at a future. Board meeting.-; .; ,
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~ / ~ 1 CC. please call Terese O'Malley at 941-4094 or
terese.o'malley@johnmuirhealth.com
For more information, please contact curt Swanson at ext. 336